NBSIR 74-555

CITY GAMES

AN executive's OVERVIEW

National Bureau of Standards

May 1974

CON-74-10704

DISTRIBUTED BY:

National Technical Information Service

U. S. DEPARTMENT OF COMMERCE

BIBLIOGRAPnlC DATA 1 . Report No. o SHEET . NTIS-SR-74-03

4. Title and Subtitle CITY GAMES

An Executive '

s

Overview

COM-74- 10704

5. Report Date May 197li

7. Author(s)

Jolin Moriarty

8. Performing Organization Rept. No.

9. Performing Organization Name and Address

National Bureau of Stanaards

Technical Analysis Division

Washington, D. C. 2023U

10. Project/Task/Work Unit No.

11. Contract/Grant No.

12. Sponsoring Organization Name and Address

National Technical Information Service

5285 Port Royal RoaU

Springfiela, Virginia 221^1

13. Type of Report & Period Covered

14.

15. Supplementary Notes For further information about the City Games Systems contact:

NTIS - Computer Products, tel. (703) U5l-l530.

16. Abstracts rpj^g City Games are realistic gaming simulations of the operation of con-

' temporary cities. They have been in continuous development since the 1960s with their

j completion by the National Bureau of Standards in 1973-7U. In the City Games, participants experience intensive transactions in collaborative planning and in competitive

negotiations for the allocation of limited resources. They emulate elements of the

government, economic and social sectors of the city system and make planning decisions

I involving land use, schools, transportation systems, water and sewer facilities, zoning,

tax structure, etc., etc.. In a three-hour round of game play, representing a tele-

|, scoped, fiscal year, the decision maker makes quantitative decisions, implements them,

I and (through the computer aided simulation) sees the consequences of his actions. In

successive rounds of play, the participant gains experience in Trade-off negotiations,

I learns systematic approaches to typical problems and acquires new insights into the

interdependences of the numerous components of a city system. City Game demonstrations

can be conducted over a 2-3 day period and can accommodate between thirty and sixty

j 17. Key Words and Document Analysis. 17a. Descriptors active participants.

5^ City

' Computer

-X- Simulation

' -J^- Government

-k Economic

-X- Social

I7b. Identifiers/Open-Ended Terms

55- Metropolitan

Computer games

I7c. COSATI Field/Group

18. Availability Statement 19. Security Class (This 21. No. of Pages

Report)

UNCLASSIFIED 50

20. Security Class (This 22. Price

Page

UNCLASSIFIED $3. 25

TRM NTIS.38 (REV. 10-73) ENDORSED BY ANSI AND UNESCO.

J THIS FORM MAY BE REPRODUCED uscomm- dc 8265-P74
THE CITY GAMES

An Overview

by

John E. Mori arty

National Bureau of Standards

Technical Analysis Division

Washington, D. C. 20234

II
INTRODUCTION

The City Games are realistic gaming simulations of the operation

of contemporary cities. They have been in continuous development

since the 1950s with their completion by the National Bureau of

Standards in 1973-74. The Games are now being made available to

the general public through the National Technical Information

Service (NTIS) in cooperation with Ketron, Inc., Arlington, Virginia.

In the City Games, participants experience intensive transactions

in collaborative planning and in competitive negotiations for the

allocation of limited resources. They emulate elements of the

government, economic and social sectors of the city system and make

planning decisions involving land use, schools, transportation

systems, water and sewer facilities, zoning, tax structure, etc.,

etc . .

In a three-hour round of game play, representing a telescoped

fiscal year, the decision maker makes quantitative decisions,

implements them, and (through the computer aided simulation) sees

the consequences of his actions. In successive rounds of play,

the participant gains experience in Trade-off negotiations, learns

systematic approaches to typical problems and acquires new insights

into the interdependences of the numerous components of a city

system. City Game demonstrations can be conducted over a 2 - 3 day

period and can accommodate between thirty and sixty active participants .
If a city is vie\A/ed as a vy;hole, rather than by separate parts as

the budgeting process requires one to do, a new cost-benefit relationship occurs. If the local transportation department develops its budget based solely on real and imagined transportation

needs, other facets of impact might be ignored. For example, it

may be more important to the city as a whole to place priorities

on medical care and schools.

If the transportation department would relate its priorities

relative to all public needs, it probably could forego some of

its expansion funds for the particular fiscal year to increase

the funding needs of other departments. The ultimate allocation

of funds will more often than not depend on political considerations of the various departments rather than the overall effect

of fiscal distribution on the community as a whole.

It is within this idea of viewing a community as a whole that

City Games contributes as a vehicle of learning. The Games are

operational simulations in which the participants make economic,

government and social decisions affecting a hypothetical metropolitan area. Through the use of a computer, the simulated

urban system responds to the participants' decisions as any real

city would. Each player is assigned a responsible role corresponding to one in a real city. The interrelated decisions made

by the players will guide the way the simulated city changes in

composition and size.

The simulation approach to cities offers the players an opportunity

not only to make decisions but to implement them. The players

receive a feedback from their actions and see the effects from the

other forces that are constantly at work altering the outcome of

their decisions. Players, therefore, have a learning experience

in how to deal with competition for resources in a changing

environment. The round-by-round play gives the players the necessary experience in selecting the type of analysis to move them

towards their objectives while the allocation of their time and

Game resources is a critical determinant of the success they hope

to achieve. As the Game progresses, players learn to increase

their involvement in the management of the environment while at

the same time learning more about the relationships among the business,

government and citizen segments of our society.

- 2 -
LEARNING THROUGH REALISTIC TRANSACTIONS

One of the primary purposes of the Game is to improve the players

understanding of urban problems in systemic terms. In other words,

the aim is to encourage players to view the activities of the City

as being closely related and interdependent (e.g.^ an unemployment

problem will exacerbate a health problem, the loss of industry and

jobs in the private sector will reduce the number and quality of

services offered in the public sector through reduced tax revenues,

etc . ) . The Game also encourages players to use an interdisciplinary perspective when dealing with urban problems; that is, to look at the

problem not only from the viewpoint of an economist, but also from

the perspective of a geographer, planner, political scientist, etc.

For instance, if a player is dealing with a land use problem such

as zoning, he soon realizes that he cannot escape the broader concepts of land-use planning.

The problems of housing, unemployment, education, health, highways,

etc., are all related in a system of interconnected activites and

institutions to his original land-use problem of zoning. Hence, many

of the outputs of this particular gaming model (e.g., land use maps,

economic indicator tables, etc.) are designed in such a i^ashion that

the City can be viewed more easily as a single entity than as several

separate and disparate parts.

-3-
STEP BY STEP DESCRIPTION

In the playing of the actual game, participants assume various

roles in the public and private sectors. The Game Director

begins the Game with a classroom type lecture devoted to the

discussions of the major decision rules in the City Model as

well as the many printouts and reports that result from each

role-player's decision inputs. During this session, players

are assigned a particular role (i.e. economic decision maker,

major, school board member, etc,) and asked to read that portion

of the Player's Manual dealing with his role.

Using the manual as a technical guide, the players address

themselves to the mechanics of coding forms and interpreting

the computer printoutSo It is at this time that the Director

describes the preprogrammed city in the computer to the players

„

The Director has the option of choosing initial parameters such

as economic growth rates, social conditions, production capacities,

etCc to suit the particular objects of the players and thereby

making the Game more flexible and susceptible to innovative

approaches to urban problem solving.

The Director can structure the role assignments to be directed

at individuals who concentrate on single objectives such as

heavy industry or to multi-disciplinary task forces which consider

urban problems within an interdisciplinary framework (e.g., a

task force on transportation policy might include a sociologist,

political scientist, geographer, planner, engineer and an

economist )

- A -
The City model selected for game play may be a typical city or it

may be the player's ov/n city. The model employs a grid board

geographical map that can be loaded with data from any regional

or metropolitan area. The map contains 625 parcels in which each

parcel represents one square mile of land. Many of these land

parcels are unowned at the beginning of play and those that are

occupied are represented by a specific, representative land use.

For instance, if a square mile consists mainly of middle income

residences, this parcel would be designated as such even though

there could be a few commercial businesses within the square mile.

The only requirement in assigning parcels is that the assignment

typify the most representative land use. In a similar manner,

highways and roads are represented along the boundaries of the

parcels. If you imagine a parcel as represented by a square, then

a road is described as one or more sides of the square.

Once the representations are made, there remains the task of

assigning numerical values and indexes to the many parts of the

city's functions. For example, when various types of businesses

are identified, they must be labeled with their dollar volume and

prices for their products. Residences must be identified as to

type and amount of rent paid. Voter registration and social

dissatisfaction indexes must be established along with zoning

classifications, cash availabilities, government expenditures,

taxes, road configurations and utilities. These inputs, along

with the parcel classifications, describe the starting city. The

files of this starting city are stored in the computer and can be

altered by the game director to suit the players needs.

Changes in these files may affect the output of the computer but

will have no bearing on how the computer calculates the output.

The computer program directs the computer to act upon the data

files in fixed relationships using the various data stored in the

city file. In this way the computer can respond to updated file

changes, act as an outside system, perform routine functions or

processes that would be time consuming for the players and finally

act as a bookkeeper.

Each player studies his printout generated from the starting city

to evaluate his status as an individual and as a team member.

Each team defines its specific problems, establishes objectives

and develops strategies. Various groups will then gather for

informal sessions for the purposes of bargaining, trade-offs and

consumating deals . Eventually each group arrives at final decisions

for actions to be taken in that particular round of the game.

These decisions are then entered into the computer by a special

code and the model is ready to run. The computer then prints out

a new series of data representing the changed city.

- 5 -
In a typical game play the players generally behave in a predictable way with a minimum of player interaction early in the game.

Players tend to feel that most interrelations should be avoided

for the sake of secrecy. Most players use the guise of ignorance

when talking to their peers early in the game and their contacts

are limited to attempts at acquiring knowledge. As the player's

command over the technical content increases, so does his awareness of the necessity for a properly functioning system. The

player realizes that his economic aspirations will not be achieved

unless his public counterpart can create a suitable "service-rich"

environment in which he can operate. Typically, one or two players

generally emerge quickly with an extensive grasp of the system and

its technical content and assume the role of educator. In a fashion

similar to the old ward politicians, the educator disperses favors

(the patronage in the form of technical explanations) , to gain the

initial respect of his constituents. Needless to say, it is then

a simple matter for the educator to insure his election to the

mayoralty of the city.

As time passes, other players come to understand their role and the

role of others and begin to realize that the mayor, although

helping the city to function, often is insuring his own economic

prominence at their expense. At this point, the era of the ward

politician is inevitably (or generally) over and with this passing

comes the emergence of the city-manager. The political cooperation that grows from the new regime eventually leads to a full

appreciation of the efforts of others and will open up higher levels

of discussion concerning city-wide urban problems. Although the

previous discussion concerns player behavior during game play, the

influence of the gaming process tends to create a learning experience

which is one of the fundamental purposes of City Games and these

experiences with the game can be transferred to the problems of the

real city.

In most games, the Game Director's role diminishes as the play

progresses and players become more familiar with the technical content

of the game. Since bribes and boycotting are allowed along with

collusion and other forms of special interest groups, a new aspect

of the game appears, namely law and order. Players rapidly learn

that disputes cannot be settled by opposing interest groups and

the enforcement of agreements and compromises becomes almost

impossible. Players demand legal systems and police departments

and the local government is faced with new expenses to deal with.

If these demands are met, the City gaanagers must generate more

income to meet these expenses and forego other spending plans.

At this point, the hypothetical city is becoming very real and

very complicated to run. Even though it is a hypothetical city,

players become emotionally involved and the intensity of their

involvement permeates the playing area. Time is a constant enemy

- 6 -
for the players just as in real life. Everyone v?ants everything

at once and a typical game play allows the players about two to

three hours per round to make their decisions. One round of the

game is equivalent to one year of real time. If elections are

required every two years, only two rounds are played before new

elections. If the newly elected officials fail to honor prior

commitments by their predecessors, well, the best laid plans...!

_ 7 -
GAME STRUCTURES

The primary object of the Games is a learning experience. Each

Game is designed to dynamically teach the participants the intricate problems confronting the city and the ramifications of poor

or improperly funded decisions v/hich can only create new problems.

A Game may be structured such that one or tv\;o rounds are played,

the starting city is then reconstituted, and the players are asked

to replay the rounds and profit by their prior mistakes. For

variety, the time between rounds may be extended so that players

can perform a more sophisticated analysis on their decisions.

Games may also be played straight through for a predetermined

number of rounds using the computer output as given or submit the

output to other programs for additional information. As in example

of the latter, consider the problem of crime. It is possible to

have a computer program that stores various crime statistics and

will generate levels and types of crime providing census data is

inputted to the program. The City Game output provides statistics

on population by type, dwellings by conditions and information

about the people and characteristics of neighborhoods in the City.

These outputs can be fed into another program and result in crime

statistics for the community. If the players wish to institute

social reforms or implement federal programs, they then can see

the results of their effort in the crime statistics.

It must be reemphasized that the Games are merely simulations and

represent only the thought process of the particular player groups.

These players will probably not represent an unbiased sample of

the general population. Possibly the most significant point of

departure from a real city population is the volume of information

available to the players and its accuracy. In real life, special

interest groups tend to dramatically publicize their cause in a favorable light.

Local politicians tend to vote to please their electorate and

businessmen and social groups push for objectives favorable to

their selfish interests. These ingredients are all present in

City Games with the difference being that a player can sort out

the misinformation and become informed whereas the average citizen

appears to have neither the time nor the desire to become fully

informed about all issues. The Games overcome this difficulty by

teaching the players where to look for information and reduce the

time lag of decisions to manageable proportions.

As stated earlier, the simulated city is not limited to a hypothetical one. In fact, the Game does not have to represent a city

at all. Rural areas or counties may be represented as well as

- 8 -
tovns. The data bases are real numbers taken from the official

records of the area to be simulated. The demographic information

is accurate within the one square mile constraints and every effort

is made to insure an accurate representation of the social, economic,

and governmental conditions of the area. The Games can be bought

with. a complete starting city in the data bank or replaced with a City of the purchasers choice. Arrangements may also be made through

the National Technical Information Service (NTIS) for demonstrations

of the Games

- 9 _
CITY GAME DOCUMENTS

CITY I is the smallest of the Games utilizing an IBM 1131 computer.

It contains economic and government sectors and is primarily a large scale land use model. The documentation for this game consists of a Director, Player's, and Computer Operator's manual along

v/ith an IBM Disk Pack and control cards. The language is Fortran

and the Game requires only the Director and Computer Operator to

have any knowledge of computers. The only contact with the computer

that the players have is in filling out simple sending sheets for

input. Details and specifications are given in the price listings

of the NTIS Catalog.

CITY III is a larger Game played on a Univac 1108. The language

is Fortran and the Game contains economic, government and social

sectors. The documentation for this Game consists of a combined

Director-Computer Operator manual and a Player's manual along with

a tape and control cards. As in CITY I, this Game requires only

that the Director and Computer Operator have a knowledge of computers. Details and specifications are given in the price listings.

CITY IV is essentially the same as CITY III except it is played on

an IBM 360/70. The documentation consists of a Director, Player's

and Computer Operator's manual along with a tape and control cards.

Again the players need have no knowledge of computers and the

details and specifications are given in the price list of the NTIS

Catalog

.

Another unique piece of documentation is available entitled

"Mathematical Foundations". This manual is designed to acquaint

interested readers in the actual mathematical models used in the

Games. It defines the models in such a way that each model can

stand alone. The uniqueness of the Games is really not the

individual models but the interrelations among them. Individuals

interested in programming parts of City Games for more detailed

study will find this modeling guide invaluable.

As an aid to appreciating how comprehensive the city modeling

effort is, the table of contents for each manual is included in

this brochure. If further information on City Games is desired,

you may direct your inquiry to the National Technical Information

Service, 5285 Port Royal Rd. , Springfield, Virginia, 22151, or Ketron, Inc.,

11+00 Wilson Blvd., Arlington, Virginia, 22209.

- 10 -
CITY I DIRECTOR'S t^ANUAL

TABLE OF CONTENTS

Title Page

1. INTRODUCTION 1

II. MODEL PROCESSES 11

A. The Computer 11

B. The Two Sectors 11

1. The Economic Sector 11

2. The Government Sector 12

C. The Game Board . 12

D. Levels o£ Aggregation and Scale 15

E. Ffow to Begin Play of City I 15

F. The City I Round 15

G. Optional Citizen's and Mass Media Team 16

III.. LOADING A ^^Hv BOARD CONFIGURATION 17

IV. ADMINISTERING A GAME-PLAY 20

A. The Game Room 20

B. The Conpater 20

C. Game Materials 20

D. Pre-Game Planning 21

E. Directing Play ' 21

V. EXAMPLES OF DECISION CODES ANT) FORMATS 23

A. MUN (Government Decisions) 23

1. Enter the Department's Appropriations for the Round 23

2. Set Tax Rates and Enter Tax Base Estimates 23

3. Public Land Purchase 23

4. Build Utility Lines and Plants 23

5. Change Zoning Classification on a Parcel 24

i
Page

6. Build Schools or Change Teacher Assignment 24

7. Renovate Schools 24

8 . Build Minicipal Services or Change Employee

Assignment 24

9. Renovate Minicipal Services 25

10. Demolish MS or Scliool 25.

11. Change MS or School Employee Salaries 25

12. Build or Upgrade Roads 25

13. Renovate Roads 25

14. Build or Upgrade Terminals 25

• B. City I (Economic Decisions) 26

'1. Headings for Output

2. Loans from Bank or Another Team

3. Cash Transfer at No Cost to Team

4. Subsidy from Chairman

5. Invest Outside the Local Economy

6. Restore Slums

7. Purchase Land by Private Team

8. Demolish Residences

9. Demolish Businesses

10. Renovate Any Land Use

11. Build or Upgrade Residences

12. Build Businesses

13. Upgrade Businesses

14. Change Prices or Salaries

C. Sanples 30

VI. GENERAL INFORMATION 33

A. Description of General Computer Output 33

1. The Status Map 33

2. The Change Map 33

3. The Summary of Economic Status 33

4. Distribution of Population 33

5. Voting Power of Teams 34

6. Real Assets 34

7. Socio-Economic Parameters for the Round 34

8 . Employment Status 42

9. Outside Economic Status Report 42

10. Predictions 48

11. Assessed Value of Land Map 48

12. Property Damage 48

; 15. Residence Income Class Succession 49

14. Danger of Lowering of Income Class 49

ii

i

26

26

26

27

27

27

27

28

28

28

28

29

29

29
Page

B. Glossary of Teniis 56

C. Master Sheets 66

D. The Flow and Interactions of Private and Public

Functions in City I '69

iii

13
CITY I OPERATOR'S MANUAL

TABLE OF CONmTS

Title Page

I.

' INTRODUCTION 1

II. MODEL PROCESS 2

A. The Computer ' 2

B. Game Sequence 2

C. Program Design . v ^ 2

III. GENERAL INPUT PROCEDURE " 5

A. Preparing the Computer for Input 5

B. Processing Decisions 5

IV. RETRIEVING DATA FROM STORAGE (before input) ' 7

V. INPUT CODES AND FORMATS 9

A. Ordering the Data 9

1

2.

. EconomicGovernment

Sector

Sector -9

9

B. Summary of MUN Input Programs 10

C. Summary of City I Input Programs 11

VI. SAMPLE TRANSACTIONS WITH IT-IE COMPUTER 13

VII. OUTPUT PROCEDURE 17

VIII. COPYING DATA (end of output) 20

i

14
CITY III PLAYER'S MANUAL

Table of Contents

Title Page

I. INTRODUCTION 1

A. The Computer 1

B. The Game Board 2

C. The Three Sectors 3

1. The Economic Sector 4

2. The Social Sector 5

3. The Government Sector 5

D. How to Begin a Play of CITY MODEL 6

E. The CITY MODEL Round 6

II. THE ECONOMIC SECTOR 9

A. The Economic Decision-Maker 9

B. Economic Land Uses 9

C. Common Characteristics of Economic Land Uses 10

1. Development Level 10

2. Land Requirements 11

3. Value Ratio (VR) and Quality Index (QI) 11

4. Depreciation 11

5. Maintenance and Normal Operation 12

6. Utility Requirements 14

7. Employment Requirements 15

8. Taxes 18

9. Capacity 19

i 15
Title Page

D. Effects of the Outside System on the Economic

Sector 20

;.^.;f; E. Basic Industry 21

1. Income 21

2. Expenditures 21

F. Construction Industry 22

1. Income 22

2. Expenditures 2 3

G. Commercial Establishments 26

1. Buyers and Sellers 26

2. The Commercial Process 27

3. Boycott 2 7

4 . Income 27

5. Expenditures 27

H. Residences 29

1. Income 29

2. Expenditures .> 30

I. Economic Sector Decisions 31

1. Bid on and/or Purchase Land or Developments ($PU) 31

2. Change Rents, Prices, Salaries, and

Maintenance Level ($CVPT) 31

3. Transfer Cash ($CASH) 32

4. Boycott ($BYCT) 32

5. Lend, Borrow, and Invest ($OTHER) 33

6. Build, Upgrade, or Demolish Developments

($BUILD or $OUBLD) 33

ii 16
Title Page

III. THE SOCIAL SECTOR 36

A. Population 36

1. Income 36

2. Expenditures 37

B. Dissatisfaction 38

C. Migration 39

1. Internal Migration 39

2 . Out-Migration 39

3. In-Migration 40

D. Types of Decisions 40

1. Voting ($VOTE) 4 0

2. Boycotting ($BYCT) 41

3. Time Allocation ($TIME) 41

4. Setting the Dollar Value of Time ($VALUE) 46

IV. THE GOVERNMENT SECTOR 48

A. The Chairman and Council (CH) 48

B. Chairmian Decisions 49

1. Appropriate Funds ($CASH) 49

2. Distribute Subsidies ($CASH) 49

3. Transfer Cash ($CASH) 49

4. Set Tax Rates ($TAXES) 50

5. Set Welfare Payments ($OTHER) 51

6. Float Bonds ($OTHER) 51

iii

17
Title Page

The Bureaucracy 52

1. Common Characteristics 52

2. Source of Income 53

Assessment Department 54

1. Assessment Rate 54

2. Market Value 54

3. Assessed Value 57

Assessment Department Decisions 57

School Department 59

1. Employment and Capacity 59

2. School Assignments 60

3. Adult Education 60

4. Revenues 61

5. Expenditures 61

School Department Decisions 62

1. Purchase Land ($PU) 63

2. Change Employment ($CVPT) 63

3. Change Maintenance Level ($CVPT) 63

4. Award Contracts ($CVPT) 64

5. Change District Boundaries ($REDIST) 64

6. Transfer Cash ($CASH) 64

7. Change Salaries ($OTHER) 64

8. Build Schools ($BUILD or $OUBLD) 64

9. Request Federal-State Aid ($FSA) 65

10. Adult Education ($OTHER) 65

iv

18-
Title Page

H. Municipal Services Department (MS) 65

1. Employment and Capacity 65

2. Drain on Municipal Services 66

3. Revenues 67

4. Expenditures 68

I. Municipal Services Decisions 69

1. Purchase Land ($PU) 69

2. Change Employment ($CVPT) 70

3. Change Maintenance Level ($CVPT) 70

4. Award Contracts ($CVPT) 70

5. Change District Boundaries ($REDIST) 70

6. Transfer Cash ($CASH) 71

7. Change Salaries ($OTHER) 71

8. Build/ Upgrade or Demolish MS Plants

($BUILD or $OUBLD) 71

J. Highway Department (HY) 71

1. Highways 71

2. Teminals 72

3. Revenues 7 3

4. Expenditures 74

K. Highway Department Decisions 75

1. Purchase Land ($PU) 75

2. Transfer Cash ($CASH) 75

3. Change Maintenance Level ($CVPT) 75

4. Build Highways and Terminals ($BUILD or

$OUBLD) 76

5. Request Federal-State Aid ($FSA) 76

V

13
Title Page

L. Planning and Zoning Department (PZ) 76

1. Zoning 76

2. Parkland and Public Institutional Land 77

3. Revenues 77

4. Expenditures 77

M. Planning and Zoning Department Decisions 78

1. Purchase Land ($PU) 78

2. Change Zoning ($CVPT) 78

3. Transfer Cash ($CASH) 79

4. Request Federal-State Aid ($FSA) 79

5. Create or Demolish Public

Public Institutional Land Uses ($CVPT) 79

N. Utility Department (UT) 79

1. Installation of Service 80

2. Revenues 81

3. Expenditures 82

0. Utility Department Decisions 83

1. Purchase Land ($PU) 83

2. Change Level of Utility Service ($CVPT) 83

3. Transfer Cash ($CASH) 84

4. Change Prices ($OTHER) 84

5. Build Utility 84

vi
Title Page

P. Bus and Rapid Rail Companies (BUS, RAIL) 84

1. Capacity 84

2 . Equipment 8 5

3. Depreciation and Maintenance 85

4. Employment 86

5. Passenger Assignments 86

6. Routes 8 7

7. Land Requirements 88

8. Revenues 88

9. Expenditures 88

Q. Bus and Railroad Company Decisions 91

1. Change Level of Service ($ROUT) 91

2. Purchase or Sell Rolling Stock ($OTHER) 91

3. Set Fares ($OTHER) 92

4. Change Salaries ($OTHER) 92

5. Change Maintenance Level ($OTHER) 92

6. Transfer Cash ($CASH) 92

7. Purchase Land ($PU) 92

8. Build Rail Lines and Stations ($RAIL) 92

V. COMPUTER OUTPUT 93

A. Status Maps 94

1. Economic Status Map 94

2. Government Status Map 98

3. Social Decision-Maker Map 98

4. Preempted and Public Institutional Land

Map 98

5. Demographic Map 102

21<
Title Page

B. Land and Building Value Maps 104

1. Auction Asking Price Map 104

2. Land Market Value Map 104

3. Development Market Value Map 108

, 4. Total Market Value Map 108

C. Employment Detail 111

1. Part-Time Work 111

2. Employment Selection Information 111

3. Employment Summary 111

D. Commercial Detail 116

1. Personal Goods Allocation Summary 116

2. Business Goods Allocation Summary 118

3. PG, PS, BG, BS Allocation Map 118

4. Business Goods Government Contracts 118

5. Terminal Allocation 118

E. Migration Detail 122

1. Migration Statistics 122

2. Final Population 122

F. Summary Information 125

1. Demographic and Economic Statistics 125

viii
Title Page

G. Economic Decision-Maker Output 127

1. Financial Summary 127

2. Loan Statement 129

3. Land Summary 129

4. New Construction Table 132

5. Economic Boycott 132

6. Residence Detail 135

7. Basic Industry Detail 139

8. Commercial Establishment Detail 143

H. Social Decision-Maker Output 148

1. Population Detail 148

2. Boycott Status 150

I . Government Output 152

1. Government Financial Summary (Chairman

and Council) 152

2. Tax Summary (Chairman and Council) 152

3. Assessment Constants 152

4. Assessment Factors 152

5. Land Assessment Map 152

6. Development Assessment Map 152

7. Total Assessment Map 162

8. School Department Detail 162

9. School Map 165

23<

ix
Title Page

10. Municipal Services Map 165

11. Municipal Services Detail 165

12. Highway Department Detail 170

13. Highway Map 170

: 14. Total Planning and Zoning Land and

Institutional Land Map 170

15. Parkland Map ^ 174

16. Zoning Code Map 174

17. Planning and Zoning Detail 174

18 . Utility Map 178

19. Utility Department Detail 178

20. Bus Company Report 178

21. Rail Company Report 18 3

22. Transportation Network Maps 183

VI. INPUT PROCEDURES 187

A. Using Forms 187

1. Decision-Code 187

2. Decision-Maker 189

3. Additional Information 189

VII. MASTER SHEETS 215

Master Sheet for Basic Industry 216

Master Sheet for Construction Industry 218

Master Sheet for Commercial Establishments 221

Master Sheet for Residences 224

Master Sheet for Social Sector 226

Master Sheet for School Department 228

Master Sheet for Municipal Services Department 2 30

Master Sheet for Highway Department 232

Master Sheet for Planning and Zoning Department 234

Master Sheet for Utility Department 2 35

Master Sheet for Bus Company and Rail Company 2 37

24<
CITY III DIRECTOR'S MANUAL

Table of Contents

Title Page

I. BEGINNING OF PLAY 1

A. Choice of City 1

B. Formation of Teams 6

1. Altering the Number of Teams 6

2. Making Teams Operate Across Sectors 7

3. Changing the Resources of a Team 7

C. Distributing General Output 8

II. RUNNING THE ROUND 9

A. Prefatory Notes 9

B. The Computer Round 10

C. The Players' Round 13

1. Game Formats and Strategy Formulation 13

2. Director Interaction with the Players'

Input Procedure 25

3. Director Input Decisions 26

4. Putting in Decisions and Punching Cards 33

APPENDICES

A. Player Thumbnail Decision Checklist by Sector

Economic, Social, Government (11 pages)

B. Flow Diagrams (4 figures)

C. Inputting Decisions in the CITY MODEL (12 pages)

D. Edits (30 pages)

i

25<
MATHEMATICAL FOUNDATIONS

TABLE OF CONTENTS

Title " Page

r. INTRODUCTION 1 U.^ PRIVATE CAPITAL ALLOCATION 8

. A. Choice o£ Investment. 8

B. Types of Investment 10

C. Generalized Private Capital Allocation Equation 14

D. Residential Housing 16

E. Commercial 20

F. Industrial 23

III. GOVERNMENT CAPITAL 26

A. Government Decision Objectives 27

B. Departmental Rates 28

1. Ratio for Education 28

2. Ratio for Adult Education 29

3. Ratio for I^bnicipal Services 29

4. Ratio for Welfare Payments 30

5. Ratio for Utilities 30

6. Ratio for Transportation 30

C. Budget Allocation 31

IV. TINE ALLOCATION 32

A. Allocations 33

1. Part-Time Work (r ) 34

2. Free Training and Adult Education (yAF^) 35

3. Paid Training and Education (yAP^) 35

4. Political Activities (rp^--) 36

5. Recreational Activities CyR^,) 36

B. Decision to Invest Time 37

V. PUBLIC AND PRIVATE INFLUENCE 39

A. Voting 40

B. Allocation of Power 41

C. Power Objective 43

i
Title Page

VI. OPERATION OF TliE MODEL 45

A. Business Goods and Services 45

1. Demand 45

2. Supply 45

3. Price 46

4. New Prices 46

B. Eiiplo>ment 47

1. Demand for Jobs 47

2. Supply of Workers 47

3. Matching 48

4. Part-Time Employment 49

5. Salaries 49

C. Land Use -. 51

1. Residential 52

2. Industrial 53

3. Commercial 53

4. Government Facilities 54

D. Land Value 54

E. Rent 55

F. Location of a Commercial Site 56

G. Migration 58

H. School Assignments 60

I. Transportation 62

J. Value of Structure and Capital Equipment 64

K. Water 65

VII. POST SCRIPT 68

A. Glossary of Terms 69

B. List of Symbols 76

ii

27<
CITY I PLAYERS MANUAL

Table of Contents

Title Page

I.. INTRODUCTION 1

II. MODEL PROCESSES 12

A. The Computer 12

B. The Game Board 14

C. Levels of Aggregation and Scale 16

D. Hov; to Begin Play of City I 16

E. The City I Round 17

F. Optional Citizen's and Mass Media Team

III. ECONOMIC SECTOR 19

A. Economic Land Uses 19

1. Development Level 20

2 . Value Ratio 20

3 . Capacity 21

B. Buyers and Sellers 22

1. The Commercial Process 25

C. Employment Process 26

Income 28

E. Expenditures 34

28-

i
Title

IV. INPUT

A. Economic Sector Decisions

1. Borrov; or Lend Money

2. Transfer Cash

3. Invest in Speculative or Conservative Stocks 40

4. Restore Slums 40

5. Purchase and Bid on Land 40

6. Build or Upgrade Residences 41

7. Build or Upgrade Businesses 41

8. Demolish Residences 42

9. Demolish Businesses 42

10. Renovate Residences or Businesses 42

11. Change Prices or Salaries 43

B. Procedures and Formats 45

1. Decision Code 45

2. Additional Information 46

V. OUTPUT 52

A. Description of Economic Output 52

1. Detailed Property Statement 52

2. Summary Property Statement 60

3. Summary Financial Statement 63

Page

40

40

40

40

29-

ii
Title Page

VI. GOVERNMENT SECTOR 66

A. Chairman and Council 68

1. Explanation of the Role 68

V 2. Chairman and Council Decisions 69

3. Input Procedure 71

4. Sample Decisions 73

5 . Computer Output 75

B. Finance Department 78

1. Explanation of the Role 78

2. Finance Department Decisions 79

3. Input Procedure 81

4. Sample Decisions 83

5 . Computer Output 85

C. Public Works and Safety Department 88

1. Explanation of the Role 88

2. Public Works and Safety Department Decisions 92

3. Input Procedure 95

4. Sample Decisions 97

5. Computer Output 99

30<
Title Page

D. School Department 104

1. Explanation of the Role 104

2. School Department Decisions 106

3. Input Procedure 109

4. Sample Decisions 111

5. Computer Output 113

E. Highway Department 117

1. Explanation of the Role 117

2. Highway Department Decisions 119

3. Input Procedure 122

4. Sample Decisions 124

5 . Computer Output 126

F. Planning and Zoning Department 133

1. Explanation of the Role 133

2. Planning and Zoning Department Decisions 134

3. Input Procedure 135

4. Sample Decisions 137

5. Computer Output 139

31<
CITY I PLAYERS MANUAL - COMPUTER PRINTOUTS

Title Page

Chairman's Report of County Budget for Round 1 76,77

Congestion Map for 1 130

Finance Department Report, Round 1 86,87

Game Board ;

. ^ , 14

Game Board Sample 120

Highway Department Report for 1 128,129

Municipal Services Map for Round 1 102

Planning and Zoning Department Report for 1 140,141,142

Public Works and Safety Department, Report for 1 100,101

School Department Report for 1 114,115

School Map for Round 1 116

Simulated County, 4 Areas 15

Summary Financial Statement for A, Round 1 64

Summary Property Statement for A, Round 1 61

Team A for Round 1 54,57,58

Total Cost Increment Map for 1 132

Utility Map, Round 1 103

Value Ratio Map for 1 131

32

V
CITY IV COMPUTER OPERATOR'S MANUAL

TABLE OF CONTENTS

"

Title Page

I. . INTRODUCriQN 1

II. TOE COMPUTER SYSTEM - 11

A. Computer Specifications 11

B. City IV Nbdel Installation 12

C. The Game Sequence 13

D. Loading the Data Base 13

E. Running tlie Model 14

F. Running Multiple Game 15

G. Problems With ?Iardware Requests 16

III. i^pendixes 17

A. The System JCL Library 17

B. Data Set Description 25

1. Data Sets 26

2. EPA049. DATADECK LIBRARY . 26

3. EPA049 DATABASE SCRT 27

4. EPA049. DATABASE 27

5. EPA049. LODMOD 27

6. EPA049. Source LIBRARY ' 28

7. EPA049. LIBFL 28

C. EDIT ERPDR Messages 29

1. General Error Messages 30

2. $ASMNT 32

3. $BUILD-$OUBLD 32

4. $BYCT 34

5. $CASH 35

6. $CVPT 37

7. Sends • 39

8 . $FSA 40

9. $ODDS 41

10. $OTHER 42

11. $PU 43

12. $RAIL 44

13. $REDIST 45

14. $ROUT 46

15. $TAXES 46

16. $TIME 46

17 . LVALUE 47

18 . SW-RBLD 47

• 19. $\\TIPRC 49

33-
CITY IV PLAYER'S MANUAL

TABLE OF CONTENTS

Page

I. INTRODUCTION 1

n. MODEL PROCESSES 11

A. The Computer 11

B. The Game Board 12

C. The Three Sectors 13

1. The Economic Sector 13

2. The Social Sector • 14

' 3. The Government Sector 15

D. How to Begin a Play of City Model 15

E. The City Model Round 15

F. Organization of the Player's Manual 16

m. THE ECONOMIC SECTOR ^ 17

A. The Economic Decision-Maker 17

B. Economic Land Uses 17

C. Common Characteristics of Economic Land Uses 18

1. Development Level 18

2. Land Requirements 19

3. Value Ratio (VR) and Quality Index (QI) 19

4. Depreciation 20

5. Maintenance and Normal Operationa 20

6. Utility Requirements 24

7 . Employment Requirements 25

8. Taxes 27

9. Capacity 29

iii

34<
Page

F flnnQtTiiPfinn Tnrinc:tTV 33

1 . Income

2 . Expenditures

33

35

G. Commercial Establishments 38

1 . Buyers and Sellers

2. The Commercial Process

3 . Boycott

4. Income

5. Expenditures

38

38

38

40

40

H Residences 41

1 . Income

2. Expenditures

41

42

I. Economic Sector Decisions 42

1. Bid on and/or Purchase Land or Developments ($PU)

2. Chanse Rents Prices Salaries and

Maintenance Level ($CVPT)

3 Transfer Cash fSCASHl

4. Lend, Borrow, and Invest ($OTHER)

5. Build, Upgrade, or Demolish

Developments ($BUILD or $OUBLD)

42

43

43

44

44

THE SOCIAL SECTOR 48

A Pomilatinn 48

1 . Income

2 . Expenditures

48

48

B. Dissatisfaction 50

C. Migration 51

1. Internal Migration

2. Out-Migration

3 . In-Migration

51

51

51

iv

35<
Page

D, Types of Decisions ' 52

i; Voting ($VOTE) 52

2. Boycotting ($BYCT) 52

3. Time Allocation ($TIME) 53

•4. Setting the Dollar Value of Time ($VALUE) 58

THE GOVERNMENT SECTOR 60

A. The Chairman and Council (CH) 60

B. Chairman Decisions 60

1. Appropriate Funds ($CASH) 61

2. Distribute Subsidies ($CASH) 61

3. Transfer Cash ($CASH) 61

4. Set Tax Rates ($TAXES) 61

5. Set Welfare Payments ($OTHER) 62

6. Float Bonds ($OTKER) 63

C. The Bureaucracy 64

1. Common Characteristics . 64

2. Source of Income 65

D. Assessment Department 66

1. Assessment Rate 66

2. Market Value 66

3. Assessed Value 68

E. Assessment Department Decisions 68

F. School Department 70

1 . Employment and Capacity 70

2. School Assignments 71

3 . Adult Education 72

4. Revenues 72

5. Expenditures 73

G. School Department Decisions 74

1. Purchase Land ($PU) 74

2. Change Employment ($CVPT) 74

3. Change Maintenance Level ($CVPT) 75

4. Award Contracts ($CVPT) 75

5. Change District Boundaries ($REDIST) 75

V 36<
Page

6. Transfer Cash ($CASH) 75

7. Change Salaries ($OTHER) 75

8. Build Schools (SBUILD or $OUBLD) 76

9. Request Federal/State Aid ($FSA) 76

10. Adult Education ($OTHER) 76

H. Municipal Services Department (MS) 76

1 . Employment and Capacity 77

2. Drain on Municipal Services 77

3. Revenues 79

4. Expenditures 80

I. Municipal Services Decisions 81

1. Purchase Land ($PU) 81

2. Change Employment ($CVPT) 81

3. Change Maintenance Level ($CVPT) 81

4. Award Contracts ($CVPT). 81

5. Change District Boundaries ($REDIST) 82

6. Transfer Cash ($CASH) 82

7. Change Salaries ($OTHER) 82

8. Build, Upgrade or Demolish MS Plants

($BUILD or $OUBLD) 82

J. Highway Department (HY) 82

1. Highways 82

2. Terminals 83

3 . Revenues 84

4. Expenditures 84

K. Highway Department Decision 85

1 . Purchase Land ($PU) 86

2. Transfer Cash ($CASH) 88

3 . Change Maintenance Level ($CVPT) 86

4. Build Highways and Terminals ($BUILD or $OUBLD) 86

5. Request Federal/State Aid ($FSA) 87

L. Planning and Zoning Department (PZ) 87

1 . Zoning 87

2 . Parkland and Public Institutional Land 87

3 . Revenues 88

4. Expenditures 88

vi

37<
Page

M. Planning and Zoning Department (PZ) 88

1. Purchase Land ($PU) 89

2, Change Zoning ($CVPT) 89

uC 3. Transfer Cash ($CASH) 90

4. Request Federal/State Aid ($FSA) 90

; ' 5. Create or Demolish Public Institutional Land Uses

($CVPT) 90

N. Utility Department (UT) 90

1. Installation of Service 90

2. Revenues 92

3. Expenditures 94

O. Utility Department Decisions 95

1. Purchase Land ($PU) 95

2. Change Level of UtiUty Service ($CVPT) 95

3. Transfer Cash ($CASH) 96

4. Change Prices ($OTHER) 96 — 5. Build and Demolish Utility Plants (SOUBLD) 96

P . Bus and Rail Companies (BUS . RAIL) 96

1 . ^Capacity

2 . Equipment

3 . Depreciation and Maintenance

4. Employment

5. Passenger Assignments

6 . Routes

7 . Land Requirements

8. Revenues

9 . Expenditures

Q. Bus and Railroad Company Decisions 102

1. Change Level of Service ($ROUT) 102

2. Purchase or Sell Rolling Stock ($OTHER) 102

3. Set Fares ($OTHER) 103

4. Change Salaries ($OTHER) 103

5. Change Maintenance Level ($OTHER) 103

6. Transfer Cash ($CASH) 103

7. Purchase Land ($PU) 103

a. Build Rail Lines and Stations ($RAIL) 103

96

97

97

97

98

98

100

100

100

vii

38<

«
Page

VI. COMPUTER OUTPUT 104

A. Status Maps 104

1,. Economic Status Map 104

2. Government Status Map 109

3. Social Decision-Maker Map 110

4. Preempted and Public Institutional Land Map 110

5. Demographic Map 115

B. Land and Building Value Maps 115

1. Auction Asking Price Map 115

2. Market Value Map 115

3. Assessed Value Map 120

4. Farm Assessed and Market Value Map 120

5. Farm Map 120

C. Employment Detail 124

1. Part-Time Work Allocation 124

2. Employment Selection Information 124

3. Employment Summary 124

D. Commercial Detail 128

1. Personal Goods Allocation Summary 128

2. Personal Goods Allocation Map 128

3. Personal Services Allocation Summary 131

4. Personal Services Allocation Map 131

5. Business Goods Allocation Summary 131

6. Business Services Allocation Summary 131

7. Business Commercial Map 131

8. The Terminal Usage 131

9. The Terminal Allocation Map 131

E. Migration Detail 141

1. Migration Detail 141

F. Summary Information " . 141

1. Demographic and Economic Statistics 141

2. Transactions with the National Economy 141

G. Economic Decision-Maker Output 145

1. Financial Summary 145

2. Loan Statement 147

3. Land Summary 147

4. New Construction Table 150

5. Economic Boycott 150

6. Residence Detail * 153

7. Basic Industry Detail 156

8. Commercial Establishment Detail 160

9. Farming Activity Detail 164

39<

viii
Page

H. Social Decision-Maker Output 164

1. Population Detail 164

• . 2. Boycott Status 167

I. Government Output 167

1. Government Financial Summary

(Chairman 5 Council) 167

2. Tax Summary (Chairman 5 Council) 167

3 . Financial Summary 172

4. Assessment Factors 172

5. School Department Detail 172

6. School Map 178

7. Municipal Services Map 178

8. Municipal Services Detail 178

9. Highway Department Detail 184

' 10. Highway Map 184

11. Total Planning and Zoning Land and

Institutional Land Map 184

12. Parkland Usage Map 184

13. Zoning Code Table 190

14. Planning and Zoning Detail 190

15. Utility Map 190

16. Utility Department Detail 193

17. Bus Company Report 193

18. Rail Company Report 198

19. Transportation Network Maps 198

Vn. INPUT PROCEDURES 201

A. Using Forms 201

1. Decision-Code 201

2. Decision-Maker 203

3 . Additional Information 203

ix . 40<
Page

Vm. MASTER SHEETS 229

Master Table for Economic Teams 230

Master Table for Industrial Establishments 232

Master SJieet for the Construction Industry 236

Master Table for Commercial Establishments 238

Master Table for Residences 240

Farm Master Table 243

Planning Master Table 244

Master Tables for Social Teams, Population Unit 245

Quality of Life Factors for Population Units 249

Master Sheet for the School Department 251

Master Sheet for the Chairm.an 253

Master Sheet for Municipal Services Department 254

Master Table for the Highway Department 255

Planning Master Table 256

Operation of Federal/State Aid ' 257

Planning Master Table 258

Zoning Master Table 259

Parks Master Table 260

Planning Master Table 261

Master Sheet for the Utility Department 262

Utility Department Master Table - 263

Characteristics of Outflow Treatment Plants 264

Master Sheet for Bus Company and Rail Company 265

X

4i<
CITY IV DIRECTOR'S MANUAL

Table of Contents

Title Page

I.' INTRODUCTION 1

n. BEGINNING OF PLAY 14

A. Choice of City 14

B . Formation of Teams 20

1 . Altering the Number of Teams 20

'

. 2. Making Teams Operate Across Sectors 21

3 . Changing the Resources of a Team 21

. C. Distributing General Output 21

m. RUNNING THE ROUND 23

A. Prefatory Notes 23

B . The Computer Round 23

C. The Player's Round 26

1 . Game Formats and Strategy Formulation 26

2. Director Interaction within Player's Input Procedure 30

3. Director Input Decisions 37

Appendix A

Player Thumbnail Decision Checklists by Sector 48

Economic Sector 48

Social Sector 51

Government Sector 52
Title

Appendix B

Flow Diagrams

Economic Sector

Social Sector

Government Sector

Interrelationships in the City Model

Appendix C

Inputting Decisions in the City Model

Appendix D

EDITS

1. General Error Messages

2. $BUILD and $OUBLD Error Messages

3 . $CASH Error Messages

4. $PU (purchase) Error Messages

5. $OTHER and $CVPT Error Messages

6. $TAXES Error Messages

7 . $FSA Error Messages

8. $REDIST Error Messages

9. $RAIL Error Messages

10. $ROUT Error Messages

11. $TIME Error Messages

12. $BYCT Error Messages

13. $VALUE Error Messages

14. $ASMNT Error Messages

15. The Concluding Messages

a. Auctioned Parcels

b. Federal-State Aid

c. Redistricting Error Messages
Title . . Page

Appendix E

Maximums and Minimums in the City Model Inputs and Files 99

; 1. Input Maximums /Minimums 100

.V 2. File Maximums 102

3. Director Override 102

Appendix F

List of Output Sections 105

Appendix G

Elaboration of Some Player and Computer Processes 116

I. Introduction ^ 116

n. The Full-Time Employment Process 118

in. The Part-Time Work Allocation Process 121

IV. The Commercial Allocation Process Overview 124

Detail on Parts of the Allocation Process 128

V. The Effects of Time Allocation in Education - 130

VI. Bus and Rail Company Output 132

VII. The $EEDIST Input 135

IX. The Effects of the Outside System 138

a. Business Cycle 138

b. Federal-State Aid 140

c. Federal-State Taxes 142

d. Migration 143

e. Auction and Bids 143

f. Construction Industry 144

111
Title Page

X. Business Profitability 146

XI. The Migration Process 148

1. Summary 148

2. Index Calculations 148

3. Outmigration Due to Unemployment

and Underemployment 152

4. Selection of those Seeking Housing 152

5. Housing Placement 153

xn. Operating Programs of the City Model: 360 Version 155

Appendix H

Optional Game Formats and Suggestions 160

1. Mass Media 160

2. Federal-State Aid Controller 160

3. Data and Information Consultant 161

4. Alternative Forms of Government 161

5. Legal System 162

6. Insurgency 162

7. Holding Corporations 162

8. Building Inspector 163

9. Citizen Commissions 163

10. Citizen Interest Groups 164

IV
Title Page

Appendix I

Scenarios for the Five City Model Configurations 166

:'c ,; 1. Big City Scenario 166

,

: ^ 2. Tri-City Scenario 169

3. Moray County Scenario 171

4. Dimbeath Scenario 172

5. Lothian Scenario 174

Appendix J

Definition of Land Use Types 177

Appendix K

City Model - Small Scale 180

1. Master Sheet for Basic Industry 180

2 . Master Sheet for the Construction Industry 182

3. Master Sheet for Commercial Establishments 185

4. Master Sheet for Residences 188

5. Master Sheet for Social Sector 190

6. Master Sheet for the School Department 193

7. Master Sheet for Municipal Services Department 195

8. Master Sheet for the Highway Department 197

9. Master Sheet for Planning and Zoning 198

10. Master Sheet for the Utility Department 199

11. Master Sheet for Bus Company 201

12. Input Explanation Forms 202
Title

Appendix L

Designing a New Starting Point

Steps in Designing

Loading Real-World Data

Appendix M

Load Deck Input Card Formats

Appendix O

Notes on the Load Program

Appendix P

The Vote Procedure

Page

(Load) to the City Model 226

226

235

260

263

274

vi